Do you have a “Stop Doing” list? From time to time, we all get overwhelmed with activities. Most of us turn to a “To Do” list to manage our priorities. There are many systems that help keep people organized and assist them in making the most of their time. In this article, I suggest that having a specific “Stop Doing” list can be just as helpful at managing time as having a “To Do” list.
A Stop Doing list helps conserve time
Time is the most precious commodity we have. What makes something precious is comprised of two factors. The thing must be of intrinsic value to us, and it must be scarce. Diamonds and coal are chemically identical and both have intrinsic value to us. Diamonds are very hard to find, so their value is infinitely higher. Time has value to us because it is all we have to live with. Nobody can get more than 24/7 each day. Therefore, time has extremely high value; it is both important and scarce.
Making decisions on your stop-doing list
The world serves up a huge smorgasbord of activities every day. I am sure that each person reading this article has a huge number of things to do today. Carving out a couple minutes to absorb this information means that something else is not going to get done.
We normally make decisions on our use of time thousands of times a day. Most of these decisions are unconscious. It becomes more critical to make the right decisions in times of peak load. I am pretty sure you have not had a day this year in which you could just kick back and do whatever you wanted for the entire day. We manage our time by prioritizing the things we must do or want to do.
Rarely do we take an objective look at the time-burning habits that are not really logical. Sometimes we do these by rote and don’t think about it. An example of this might be putting on makeup. For me, I have a habit of checking my blood pressure ten times in a row each morning and averaging the numbers to arrive at a data point for today. One time would probably be sufficient.
Purge your list
If we had a system of bringing our time-consuming habits up for conscious decision regularly, we might be able to purge several things off our list. It is a gut reaction to sort the things we want to do in terms of priority, but it takes specific effort to focus on time wasters and cull out the ones we can live without.
Try this experiment. Sit down in a quiet place and try to identify at least 10 things you could stop doing this week. If you find the exercise helpful, you might want to make a date with yourself. Do it a couple of times a year to hone your “Stop Doing” list. You will have a wonderful feeling of really managing the most important commodity in your life: your time.
Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations
Overload is a very common phenomenon in organizations. This article deals with the problem, the reasons it exists, and offers some solutions.
As organizations wrestle with global competition and economic cycles, the pressure on productivity is more acute each year. I do not see an end to the pressure to accomplish more work with fewer resources.
There comes a point when leaders overload workers beyond their elastic limit, and they become dysfunctional or simply burn out. As the constant requests for more work with fewer resources starts to take a physical toll on the health of workers at all levels, people become justifiably angry.
I see evidence of what I call “load rage” in nearly every organization in which I work.
Glass half full
An interesting flip side of this problem is the observation made by many researchers, and also myself, that working human beings habitually operate at only a fraction of their true capability.
I have read estimates of organizations extracting on average something like 30-50% of the inherent capability in the workforce; some estimates are even lower.
It would be impossible for anyone to continually operate at 100% of capacity, because that would require the adrenal glands to secrete a constant stream or adrenaline that would kill the person. However, if the estimates of typical capacity used are accurate, there is still a lot of upside in people, so why the “load rage”?
The Leader’s role
Leaders can help reduce the problem by reminding people that they really do have a lot more control over how loaded they feel by taking some pragmatic actions. Here are a few ideas:
We tend to feel overloaded because we base our perception of how hard we are working at any moment on a sliding scale. We base our feelings of load on how busy we are, not on what percentage of our capacity is being consumed.
Many of our activities are simply traps that we invent because of habitual patterns in our daily work. We tolerate a multitude of inhibiting actions that steal seconds from our minutes and minutes from our hours.
We tend to excuse these diversions as not being very important, but in reality they are exceedingly relevant to our output and to our stress level. Let me cite a few examples:
The dreaded inbox
Look at the inbox of your e-mail account. If you are like most people, there are more than a few notes waiting for your attention. We have all kinds of reasons (really rationalizations) for not keeping our inbox cleaned out each day.
I will share that at this moment I have 4 “read” notes and no “unread” notes in my inbox, and it is stressing me out. I need to get that down to zero, but right now I am consumed writing this article.
If we are honest, it is inescapable that having more than 2-3 notes waiting attention will cause a few milliseconds of search time when we want to do anything on e-mail. That time is lost forever, and it cannot be replaced.
We all know people who have maxed out the inbox capability and have literally thousands of e-mails to chew through. These people are drowning in a sea of time wasters just like a young adult with 20 credit cards is drowning in a sea of debt. It is inevitable.
Complaining takes time
You know at least a few people in your circle of friends or working comrades who spend a hefty chunk of their day going around lamenting how there is not enough time to do the work. Admit it – we all do this to some extent.
Have you ever heard anyone say, “Looks like I have plenty of time and not much to do?” OK, old geezers in the home have this problem and so do young children who are dependent on mommy to think up things to keep them occupied.
For most of us in the adult or working world, our time is the most scarce and precious commodity we have, yet we habitually squander it in tiny ways that add up to major stress for us. I suspect that even the most proficient time-management guru finds it possible to waste over 30% of his or her time on things that could be avoided.
Stop Doing List
One healthy antidote, especially at work, is to have a “stop doing” list. Most people have a “to do” list, but you rarely see someone adding things to a “don’t do” list.
Think how liberating and refreshing it would be if each of us found an extra hour or two each day by just consciously deciding to stop doing things that do not matter.
Whole groups can do this exercise and gain incredible productivity. The technique is called “work out,” where groups consciously redesign processes to take work out of the system. If you examine how you use your time today, I guarantee that if you are brutally honest you can find at least 2 hours of time you are wasting on busy work with no real purpose. Wow, two hours would be a gift for anyone.
Shift your mindset
Another technique is to really load up your schedule. You think that you are overworked now, but just imagine if you added 5 major new activities that had to be done on top of your present activities. That would feel insane, but you would find ways to cope. Then if you cut back to your current load next week, what seemed like an untenable burden a few weeks ago would feel like a cake walk.
I can recall a time in the Fall of 2004 when I was teaching 11 different collegiate courses at the same time. That was in addition to writing a book, chairing a volunteer Board, and managing a leadership consulting practice. I will admit that was a little over the top, but I sure enjoyed the load when I intentionally cut it back to only three courses at a time.
Conflict eats time
Another huge time burner is conflict. We spend more time than we realize trying to manage others, so our world is as close to what we want as possible. When things are out of kilter, we can spend hours of time on the phone or e-mail negotiating with others in a political struggle to get them to think more like us.
The typical thought pattern going through the mind during these times is “why can’t you be more like me.” The energy and time to have these discussions can really eat up the clock time during the day.
Dither is another issue for many of us. I already shared that while I am writing this paper, I am really procrastinating from opening up and dealing with the 4 notes in my inbox (oops – now 5). I typically get around 100 e-mails a day.
There are other things I must do today, but I am having fun writing this paper, so the “work” is getting pushed back. I will pay for this indulgence later, but at least I do recognize what I am doing here.
The point is that most of the time we lose is unconscious. We have all figured out how to justify the time wasters in our lives, and we still complain that there are not enough hours in the day.
The cure for this malaise lies in having a different mindset. The time challenge is really part of the human condition. I think it helps to remind ourselves that when we feel overloaded, particularly with work, it is really just a priority issue, and we honestly do have time to do everything with still some slack time to take a breath. If you do not agree, then I suspect you are in denial.
Now, I need to be excused to go clean out my inbox!
Bob Whipple is CEO of Leadergrow, Inc. an organization dedicated to growing leaders. He can be reached at email@example.com 585-392-7763. Website http://www.leadergrow.com BLOG http://www.thetrustambassador.com He is author of the following books: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change.